PERSONNEL PARTICIPATION IN OPERATIONS AND PUBLIC ORGANIZATION DEVELOPMENT

Abstract

This article aims to examine the concept of personnel participation in organizational operations and analyze its importance for public organization development. The article synthesizes relevant concepts, theories, and findings from a study on personnel participation in the operations of the Revenue Office Region 3. Personnel participation can be considered in four dimensions: participation in decision-making, participation in implementation, participation in benefits, and participation in evaluation. The synthesis indicates that participation is an important mechanism enabling personnel to engage in identifying problems and determining operational approaches, implementing activities, receiving benefits from organizational activities, and monitoring and evaluating organizational performance. Such participation can contribute to personnel responsibility and a sense of belonging to the organization. Findings from the Revenue Office Region 3 showed that the overall level of personnel participation was moderate. Participation in implementation was the highest, followed by participation in benefits, decision-making, and evaluation, respectively. These findings suggest that public organizations should establish mechanisms that extend personnel participation beyond assigned operational duties, particularly by strengthening participation in decision-making and evaluation, in order to promote systematic participation throughout the organizational management process.